Navigating Change
Overcoming Barriers to Achieving Ambitious Outcomes
Summary
“One cannot manage change. One can only be ahead of it.”
Peter Drucker
The world is complex and ever-changing. How does your association approach change? Associations are volunteer-led, membership-centric organizations. We have an affinity for community-building, a welcoming culture, and accessible offerings. We create value and thrive in connection.
Despite the need for change, associations struggle to do it in a meaningful way. As anyone who reads this newsletter knows, I preach strategy, community, and value creation. This article builds on these concepts by approaching change through a model developed by Mary Lippitt and Timothy Knoster. It will push us to think deeply about implementation as we design our change strategies.
The product community is a product development learning community designed specifically for associations.
The Need for Change
“Professional management was born from the desire to optimize and control, not to lead waves of change.”
Scott Berkun
All substantial and lasting change starts with an investment in, and commitment to, strategy. This article focuses mostly on how to use the strategy as a lever for organizational change. Change is an enormously complex topic. Let's explore the importance of preparing for change, why it’s difficult, and how to balance change and stability for our varied stakeholders.
Why associations need to prepare for change
Evolving member needs: As industries and professions evolve, so do the needs of members. Associations must adapt to remain relevant and viable.
Technology advancements: New technologies constantly reshape how people work, learn, and interact. Associations need to leverage these technologies to enhance their offerings and operations.
Shifting demographics: As younger generations enter professions and older ones retire, associations must adjust strategies to attract and retain a diverse membership.
Economic fluctuations: Changes in the economy can affect member engagement, sponsorships, and revenue streams. Associations need to be agile in response to these shifts.
Regulatory changes: New laws or regulations in an industry can necessitate changes in association practices, education programs, or advocacy efforts.
Competition: Other organizations, including for-profit entities, may enter the space traditionally occupied by associations, requiring adaptation to maintain market position.
Why change is difficult for associations
Tradition and legacy – Many associations have long histories and established ways of doing things, which can create resistance to change.
Diverse stakeholders – Associations often have a wide range of members with different needs and preferences, making it challenging to implement changes that satisfy everyone.
Volunteer leadership – The rotating nature of volunteer boards can lead to inconsistent change initiatives and lack of long-term vision.
Resource constraints – Limited budgets and staff can make implementing significant changes challenging.
Risk aversion – Our non-profit status, and over-reliance on cash cows, can lead to a more conservative approach to change, fearing potential negative impacts on membership or finances.
Balancing change with stability for stakeholders
Communicate clearly and often – Transparency about the reasons for change, the process, and expected outcomes can help stakeholders feel more secure.
Maintain core values – While changing practices or strategies, ensure that the association's fundamental mission and values remain consistent.
Implement changes gradually – When possible, phase in changes to allow stakeholders time to adjust and provide feedback.
Preserve successful elements – Identify and maintain aspects of the association that are working well while introducing new initiatives.
Involve stakeholders in the process – Engage members, board members, and staff in the change process to build buy-in and ensure diverse perspectives are considered.
Provide support and resources – Offer training, guidance, and tools to help stakeholders navigate the changes effectively.
Monitor and adjust – Regularly assess the impact of changes and be willing to make adjustments based on stakeholder feedback and results.
Emphasize continuity – Frame changes as evolutions or improvements rather than complete overhauls, highlighting how new initiatives build on the association's strengths.
Maintain some familiar touch points – Keep some traditional events, communications, or services in place to provide a sense of stability amidst change.
Focus on long-term benefits – Help stakeholders understand how changes will benefit them and the association in the long run, even if there are short-term challenges.
By carefully balancing the need for change with the importance of stability, we can evolve to meet new challenges while maintaining the trust and engagement of our stakeholders. This approach recognizes that while change is necessary for growth and relevance, it must be managed thoughtfully to ensure the continued success and sustainability of the association.
The Lippitt-Knoster Change Model
“Whenever you can’t decide which path to take, pick the one that produces change.”
Kevin Kelly
The Lippitt-Knoster Change Model is a framework for understanding and managing organizational change. It was developed by Mary Lippitt and expanded upon by Timothy Knoster. The model identifies six key ingredients that must be present for successful change implementation. When any of these components are missing, it can lead to specific barriers or negative outcomes.
Here are the six elements of the Lippitt-Knoster Change Model:
Vision – Vision is the clear, compelling picture of the desired future state. It provides direction and inspiration for the change effort. A well-crafted vision helps stakeholders understand why the change is necessary and what benefits it will bring.
Example – A medical association decides to expand its focus from traditional in-person conferences to include more digital learning opportunities. Their vision is "To become the premier provider of both in-person and digital continuing medical education, ensuring our members have access to cutting-edge knowledge anytime, anywhere."
Skills – Skills are the capabilities and competencies needed to implement and sustain the change. This includes both technical skills related to the specific change and soft skills such as adaptability, communication, and leadership.
Example - A bar association implementing a new online legal research platform needs to ensure its members have the technical skills to use the new system effectively. They develop a comprehensive training program that includes webinars, hands-on workshops, and ongoing support to build these skills.
Incentives – Incentives are the motivational factors that encourage people to support and engage in the change process. These can be intrinsic (e.g., personal growth, improved job satisfaction) or extrinsic (e.g., financial rewards, recognition).
Example – An engineering association introduces a new sustainability certification program. To incentivize members to participate, they offer early adopters a discounted rate, provide digital badges for LinkedIn profiles, and highlight certified members in their monthly newsletter.
Resources – Resources are the tangible and intangible assets required to support the change. This includes time, money, technology, personnel, and any other necessary materials or support systems.
Example – A teachers' association decides to create a mentorship program for new educators. They allocate resources by setting aside funds for program development, designating staff time for coordination, and creating an online platform to facilitate mentor-protege matching and communication.
Consensus – Consensus involves agreement and buy-in from key stakeholders and those affected by the change. It requires shared understanding, commitment to the change effort, and a sense of ownership among participants.
Example – A national real estate association wants to update its code of ethics to address emerging issues in the industry. They form a diverse committee representing different specialties, regions, and experience levels. The committee engages in extensive consultation with members through surveys, town halls, and draft reviews to build consensus before finalizing the new code.
Action Plan – An action plan is a detailed, step-by-step process for implementing the change. It includes specific tasks, timelines, milestones, and assigned responsibilities. A well-developed action plan helps keep the change process organized and on track.
Example – A nonprofit management association plans to transition to a new membership management system. Their action plan includes phases for data migration, staff training, beta testing with a select group of members, and a staged rollout with specific deadlines and responsible parties for each task.
By ensuring all these ingredients are present and strong, we can more effectively navigate changes and overcome potential barriers. This comprehensive approach addresses both the strategic aspects of change (vision, action plan) and the human factors (skills, incentives, consensus) while ensuring proper support (resources). This holistic process significantly increases the chances of successful change implementation.
The model suggests that when all six components are present, successful change can occur. However, if any component is missing, it can lead to specific problems:
Lack of Vision: Confusion
Lack of Skills: Anxiety
Lack of Incentives: Resistance
Lack of Resources: Frustration
Lack of Consensus: Sabotage
Lack of Action Plan: Treadmill
By identifying which ingredients are missing or weak, organizations can address specific barriers and increase the likelihood of successful change implementation. This model is particularly useful for associations as they navigate changes in their industry, membership, or organization.
Standing Still is Not an Option
“Don’t worry about people stealing your ideas. If your ideas are any good, you’ll have to ram them down people’s throats.”
Howard H. Aiken
For as much as we desire change (and think it’s a good idea), we don’t really like it very much. So, how do we go about selling and implementing it?
I believe in the power of ideas and I think this is how we should orient our associations. The association of the future is a robust, inclusive community of practice that wrestles with hard-to-solve problems in a vibrant and collaborative setting. We can utilize frameworks like Lippitt-Knoster to help smooth the path.
This, in and of itself, can be the foundation for change. New ideas may scare us, but learning to make focused choices and finding common ground around the right ones will make it more palatable.
I lead the product community; we are a learning community because we believe great relationships help us create the value our members want. Remember, product-led growth fuels connection. Join the product community and flip your destiny.
About the Author
James Young is founder and chief learning officer of theproduct community®. Jim is an engaging trainer and leading thinker in the worlds of associations, learning communities, and product development. Prior to starting the product community®, Jim served as Chief Learning Officer at both the American College of Chest Physicians and the Society of College and University Planning. Please contact me for a conversation: james@productcommunity.us